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Approaches To PA

The document discusses different approaches to public administration including the traditional bureaucratic model, New Public Management (NPM), and New Public Service (NPS). The traditional model focused on clear rules and procedures but lacked flexibility. NPM emphasized outcomes, efficiency, and applying private sector principles to government. NPS shared NPM's focus on results but viewed citizens as participants rather than customers. It aimed to create shared public interests through collaboration. Challenges going forward include changing economic conditions, technology, and the role of engaged citizens in governance.

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Marcus Lorenz
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56 views19 pages

Approaches To PA

The document discusses different approaches to public administration including the traditional bureaucratic model, New Public Management (NPM), and New Public Service (NPS). The traditional model focused on clear rules and procedures but lacked flexibility. NPM emphasized outcomes, efficiency, and applying private sector principles to government. NPS shared NPM's focus on results but viewed citizens as participants rather than customers. It aimed to create shared public interests through collaboration. Challenges going forward include changing economic conditions, technology, and the role of engaged citizens in governance.

Uploaded by

Marcus Lorenz
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Approaches to Public Administration

From the Traditional Model to New Public Management (NPM), to (NPS)

Public Administration = Bureaucratic Organization Max Weber Bureaucratic characteristics (Principles): Clear di ision o! labor Clear hierarch" o! authorit" #ormal rules and procedures $mpersonalit" Careers based on merit

Bureaucrac ! Ma" #eber Problem$ with the Traditional Model


%ac& o! neutralit" and pro!essionalism (Politics') (igidit" (red tape) sti!les creati it" $n!ormal net)or&s exist beside the !ormal ones (is& a ersion rather than ris& ta&ing #ixed procedures no longer suitable !or the changing en ironment $nput dominating structure ignored outputs and results $ne!!icienc" and $ne!!ecti eness (corruption')
3

*e) Public Administration


The *e) Public Administration conce%t came &ir$t time in 1'() in &ir$t Minnowbroo* +on&erence held under the %atronage o& ,wight #aldo The 1'(.$ in the /S0 wa$ a time o& $ocial and %olitical turbulence due to 1ietnam war, +i2il 3ight$ mo2ement$, cam%u$ unre$t, etc and

4n word o& ,wight #aldo neither the $tud nor the %ractice o& %ublic admini$tration wa$ re$%onding $uitabl to e$calating turmoil and com%lication$-

The Minnowbroo* con&erence challenged the traditional %ublic admini$tration in a manner that it wa$ anti!%o$iti2i$t, and /nreali$tic (anti!technical and anti!hierarchical-

N-P-0- ha$ 3 im%ortant attac*$ to P05


(ele ance5 4t $a $ that traditional Public 0dmini$tration ha$ little to $a about contem%orar %roblem$ +alues5 4t $a $ 2alue!neutralit in Public 0dmini$tration i$ an im%o$$ibilit - 4t i$ le$$ neutral and more normati2e ,ocial -.uit"5 Public 0dmini$tration &ail$ to wor* &or change$ which tr to redre$$ the de%ri2ation o& minoritie$6there&ore, will li*el be e2entuall u$ed to re%re$$ tho$e minoritie$-

N-P-0 ! Significance
Change5 4t attac*$ on the $tatu$ 7uo and dee% rooted %ower in %ermanent in$titution$- 4t re7uire$ %o$iti2e, proactive and responsive admini$trator$ rather than authoritarian and ivory tower bureaucrat$-.uit"5 4t &ocu$ more on democratic norm$ than o%erating in down to% $tructure$n ol ement5 4n2ol2ing org8$ member$ and it$ client$ in deci$ion ma*ing %roce$$-

New Public Management


New Public Management is a management philosoph" used b" go ernments since the /012s to modernise the public sector3 4he main h"pothesis in the *PM5re!orm )a e is that more mar&et orientation in the public sector )ill lead to greater cost5e!!icienc" !or go ernments6 )ithout ha ing negati e side e!!ects on other ob7ecti es and considerations3

NPM, com%ared to other %ublic management theorie$, i$ more oriented toward$ outcome$ and e&&icienc through better management o& %ublic budget 4t i$ con$idered to be achie2ed b a%%l ing com%etition, a$ it i$ *nown in the %ri2ate $ector, to organi9ation$ in the %ublic $ector, em%ha$i9ing economic and leader$hi% %rinci%le$ *e) public management addresses bene!iciaries o!
public ser ices much li&e customers-

Ma:or $hi&t &rom traditional model with new main

New Public Management (Mid 1').$ and 1''.$)

&ocu$ on achie2ement o& re$ult$ rather than on %roce$$ Mo2e awa &rom cla$$ic bureaucrac to more &le"ible &orm$ o& organi9ation +lear identi&ication o& ob:ecti2e$ %lu$ %er&ormance indicator$ that enable mea$urement Senior $ta&& %oliticall committed to go2ernment ;o2ernment in2ol2ement need not alwa $ mean go2ernment %ro2i$ion<%roduction 0 trend toward$ reducing the $co%e o& go2ernment (%ri2ati9ation<decentrali9ation)
1.

Main +ritici$m$ ,irected to NPM 1! Focu$ on =&&icienc 5 and the belie&


that go2ernment could and $hould be run li*e a bu$ine$$-

>! Focu$ on +u$tomer rather than +iti9en5 0 cu$tomer oriented model %ut$
citi9en in a reacti2e role11

N-P-M- +ritici$m
Treating 0merican$ a$ ?cu$tomer$? rather than ?citi9en$? i$ an ina%%ro%riate borrowing &rom the %ri2ate $ector model, becau$e bu$ine$$e$ $ee cu$tomer$ are a mean$ to an end (%ro&it), rather than a$ the %ro%rietor$ o& go2ernment (the owner$) %eo%le are 2iewed a$ economic unit$ not democratic %artici%ant$-

N-P-M-

Ne2erthele$$, the model i$ $till widel acce%ted at all le2el$ o& go2ernment and in man @=+, nation$-

New Public Ser2ice N-P-S


Thi$ modelA$ chie& contribution i$ a &ocu$ on 0merican$ a$ ?citi9en$? rather than ?cu$tomer$? and $trong intere$t in the ado%tion o& %ri2ate $ector %ractice$ and 2alue$ (e-g-, e&&icienc ) 0ccordingl , the citi9en i$ e"%ected to %artici%ate in go2ernment and ta*e an acti2e role throughout the %olic %roce$$-

*e) Public ,er ice (*P,) Principles 8 (9enhardt: :22;)


! <elp citizens articulate their mutual interest rather than to steer societ" in ne) directions3 ! Create collecti e and shared notion o! public interest (dialogue rather than aggregation indi idual interests)3 ! -!!ecti e and responsi e policies and programs achie ed through a collecti e e!!ort and collaborati e process3 1B

*e) Public ,er ice (*P,) Principles 8 (9enhardt: :22;)


! P, is attenti e to more than mar&et 3 ! ,hared leadership is the )a" !or success!ul public organizations 8 programs3 ! Public interest ser ed better b" P, and committed citizens than b" managers acting as i! public mone" )ere their o)n3
1(

*e) Public ,er ice


Public ser ants do *O4 deli er customer ser ice33 4he" deli er 9emocrac"'

1C

Challenges !or the #uture o! Public ,er ice


-conomic Changes and (ede!ining =o ernment (restricted expenditure 8 ne) issues 8 PPP8 pri atization 8 decentralization) =lobalization (gro)ing international dimension o! public administration) 4echnolog" and Wor& -n ironment (ne) people and ne) alues 8 -5=o ernment 4he (ole o! Citizens in the =o ernance Process (*P, and interacti e decision ma&ing) -thical and Moral 9imensions (P, are =uardians o! Public 4rust) 1)

NPM <NPS ! +ritici$m


Some author$ $a NPM<NPS ha$ %ea*ed and i$ now in decline The cutting edge o& change ha$ mo2ed on to digital era go2ernance &ocu$ing on reintegrating concern$ into go2ernment control, holi$tic go2ernment and digitali9ation (e"%loiting the #eb and digital $torage and communication within go2ernment)-

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